Participative enterprise modelling for balanced scorecard implementation

Balanced Scorecards (BSC) have been established as a valuable and practicable instrument addressing major management problems in organisations. BSC are commonly IT-supported and found a conceptual basis for management information systems. They are often applied to IT-Controlling, and they are also repeatedly applied to specify requirements towards the corporate IT architecture. However, BSC implementation often struggles when it comes to discovering and documenting organisational knowledge that is not easily accessible or not of sufficient quality. On the other hand, Enterprise modelling (EM) seeks to solve organisational design problems in, for instance, business process reengineering, strategy planning, enterprise integration, and information systems development. Here, participative EM methods lead to improved quality as well as to consensus and to increased acceptance of the business decisions. At this juncture, participative EM can support BSC implementation projects that comprise activities requiring the discovery and documentation of organisational knowledge that is not easily accessible or not of sufficient quality. For that reason, the aim of this paper is to integrate participative EM approaches, taking Enterprise Knowledge Development (EKD) as an example, and BSC implementation. In order to operationalise this conceptual improvement, we will perform a stepwise analysis of BSC implementation processes and identify shortcomings that are able to be addressed with the help of participative enterprise modelling

Capability Driven Development: An Approach to Designing Digital Enterprises

The need for organizations to operate in changing environments is addressed by proposing an approach that integrates organizational development with information system (IS) development taking into account changes in the application context of the solution. This is referred to as Capability Driven Development (CDD). A meta-model representing business and IS designs consisting of goals, key performance indicators, capabilities, context and capability delivery patterns, is being proposed. The use of the meta-model is validated in three industrial case studies as part of an ongoing collaboration project, whereas one case is presented in the paper. Issues related to the use of the CDD approach, namely, CDD methodology and tool support are also discussed

On the Influence of Tools on Collaboration in Participative Enterprise Modeling – An Experimental Comparison between Whiteboard and Multi-Touch Table

The paper presents an experiment about the influence of the modeling tool on group work in the context of enterprise modeling. A goal modeling task was set where three groups of three persons worked with a whiteboard, and three groups of three persons worked with a multi-touch table. Comparisons of working styles between the two tools indicate that multi-touch tables promote parallel working and that a team member’s position plays a role in taking on certain tasks. Whiteboard users may more easily lose track of what teammates are doing

Capability driven development: an approach to designing digital enterprises

The final publication is available at Springer via http://dx.doi.org/10.1007/s12599-014-0362-0[EN] The need for organizations to operate in changing environments is addressed by proposing an approach that integrates organizational development with information system (IS) development taking into account changes in the application context of the solution. This is referred to as Capability Driven Development (CDD). A meta-model representing business and IS designs consisting of goals, key performance indicators, capabilities, context and capability delivery patterns, is being proposed. The use of the meta-model is validated in three industrial case studies as part of an ongoing collaboration project, whereas one case is presented in the paper. Issues related to the use of the CDD approach, namely, CDD methodology and tool support are also discussed.This work has been partially supported by the EU-FP7 funded project no: 611351 CaaS - Capability as a Service in Digital Enterprises.Berzisa, S.; Bravos, G.; Cardona Gonzalez, T.; Czubayko, U.; España, S.; Grabis, J.; Henkel, M.... (2015). Capability driven development: an approach to designing digital enterprises. Business and Information Systems Engineering. 57(1):15-25. https://doi.org/10.1007/s12599-014-0362-0S1525571ArchiMate (2013) An enterprise modeling language from the Open Group. http://www.opengroup.org/archimate/ . Accessed 3 Dec 2014Asadi M, Ramsin R (2008) MDA-based methodologies: an analytical survey. In: Proceedings Model driven architecture – foundations and applications (ECMDA-FA 2008), LNCS 5095, pp 419–431Barney JB (1991) Firm resources and sustained competitive advantage. J Manag 17(1):99–120Bērziša S, Bravos G, Gonzalez Cardona T, Czubayko U, España S, Grabis J, Henke lM, Jokste L, Kampars J, Koc H, Kuhr J, Llorca C, Loucopoulos P, Juanes Pascua lR, Sandkuh lK, Simic H, Stirna J, Zdravkovic J (2014) Deliverable 1.4: Requirements specification for CDD, CaaS – capability as a service for digital enterprises. FP7 project no 611351, Riga Technical University, Latvia. Submitted for reviewBubenko JA Jr, Persson A, Stirna J (2001) User guide of the knowledge management approach using enterprise knowledge patterns. Deliverable D3, IST programme project hypermedia and pattern based knowledge management for smart organisations. project no. IST-2000-28401, Royal Institute of Technology, SwedenBriand LC, Yue T, Labiche Y (2011) A systematic review of transformation approaches between user requirements and analysis models. Requir Eng 16:75–99De Kinderen S, Gordijn J, Akkermans H (2009) Reasoning about customer needs in multi-supplier ICT service bundles using decision models. In: Proceedings 11th international conference on enterprise information systems (ICEIS 2009), pp 131–136Deloitte (2009) Cloud computing: forecasting change. Deloitte Consulting, New York. http://public.deloitte.no/dokumenter/2_Cloud_Computing%5B1%5D.pdf . Accessed 3 Dec 2014Dey A (2001) Understanding and using context. Pers Ubiquitous Comput 5(1):4–7Gamma E, Helm R, Johnson R, Vlissides J (1995) Design patterns: elements of reusable object-oriented software architecture. Addison-Wesley, BostonGomes D, Gonçalves JM, Santos R, Aguiar R (2010) XMPP based context management architecture. In: Proceedings GLOBECOM workshop, IEEE, pp 1372–1377González A, España S, Ruiz M, Pastor Ó (2011) Systematic derivation of class diagrams from communication-oriented business process models. In: 12th working conference on business process modeling, development, and support (BPMDS’11). Springer LNBIP 81, pp 246–260Henkel M, Stirna J (2010) Pondering on the key functionality of model driven development tools: the case of mendix. In: Forbrig P, Günther H (eds) Proceedings business informatics research (BIR 2010), Springer LNBIP 64, pp 146–160Hervas R, Bravo J, Fontecha J (2010) A context model based on ontological languages – a proposal for information visualisation. J Univers Comput Sci 16(12):1539–1555Jarke M, Loucopoulos P, Lyytinen K, Mylopoulos J, Robinson W (2011) The brave new world of design requirements. Information Syst 36(7):992–1008Kaplan RS, Norton DP (2004) Strategy maps: converting intangible assets into tangible outcomes. Harvard Business School Press, BostonKleppe A, Warmer J, Bast W (2013) MDA explained. Addison-Wesley, BostonLoniewski G, Insfran E, Abrahao L (2010) A systematic review of the use of requirements engineering techniques in model-driven development. In: Proceedings model driven engineering languages and systems (MODELS 2010), Part II, LNCS 6395, pp 213–227Mohagheghi P, Dehlen V (2008) Where is the proof? - a review of experiences from applying MDE in industry. In: Proceedings model driven architecture – foundations and applications (ECMDA-FA 2008). LNCS 5095. Springer, Heidelberg, pp 432–443Nilsson AG, Tolis C, Nellborn C (eds) (1999) Perspectives on business modelling: understanding and changing organisations. Springer, HeidelbergOASIS (2011) Reference architecture foundation for service oriented architecture version 1.0, committee specification draft 03/public review draft 02 06 July 2011. http://docs.oasis-open.org/soa-rm/soa-ra/v1.0/soa-ra.pdf . Accessed 3 Dec 2014OMG (2011a) UML superstructure. http://www.omg.org/spec/UML/2.4.1/ . Accessed 3 Dec 2014OMG (2011b) Business process model and notation. http://www.omg.org/spec/BPMN/2.0/ . Accessed 3 Dec 2014Osterwalder A, Pigneur Y (2003) Modeling value propositions in e-business. Proc 5th international conference on electronic commerce (ICEC 2003). ACM Conference Proceedings Series 50Papazoglou MP, Yang J (2002) Design methodology for web services and business processes. In: Proceedings 3rd international workshop on technologies for e-services (TES 03). LNCS 2444. Springer, Heidelberg, pp 54–64Pastor O, Giachetti G (2010) Linking goal-oriented requirements and model-driven development. In: Intentional perspectives on information systems engineering. Springer, Heidelberg, pp 257–276Porter ME (1985) Competitive advantage: creating and sustaining superior performance. Free Press, New YorkRuiz M, Costal D, España S, Franch X, Pastor Ó (2014) Integrating the goal and business process perspectives in information system analysis. In: 26th International Conference on Advanced Information Systems Engineering (CAiSE 2014). LNCS 8484. Springer, Heidelberg, pp 332–346Sheng Q, Yu J, Dustar S (eds) (2010) Enabling context-aware web services: methods, architectures, and technologies. Chapman & Hall/CRC, Boca RatonSmanchat S, Ling S, Indrawan M (2008) A survey on context-aware workflow adaptations. In: Proceedings 6th international conference on advances in mobile computing and multimedia (MoMM 2008), New York, pp 414–417Stirna J, Grabis J, Henkel M, Zdravkovic J (2012) Capability driven development – an approach to support evolving organizations. In: The practice of enterprise modeling (PoEM 2012). LNBIP 134. Springer, Heidelberg, pp 117–131Vale S, Hammoudi S (2009) COMODE: a framework for the development of context-aware applications in the context of MDE. In: Proceedings 4th international conference on internet and web applications and services (ICIW 2009). IEEE, Venice, pp 261–266Wesenberg H (2011) Enterprise modeling in an agile world. In: Johannesson P, Krogstie J, Opdahl AL (eds) The practice of enterprise modeling (PoEM 2011). LNBIP 92. Springer, Heidelberg, pp 126–130Zdravkovic J, Stirna J, Henkel M, Grabis J (2013) Modeling business capabilities and context dependent delivery by cloud services. In: Proceedings advanced information systems engineering (CAiSE 2013). LNCS 7908. Springer, Heidelberg, pp 369–38

The Influence of Intentional and Situational factors on Enterprise Modelling Tool Acquisition in Organisations

Enterprise Modelling (EM) tools are an important part ofevery EM application project. Continuous evolution of modellingmethods therefore requires efficient EM tool support. Extensiveefforts have been devoted to developing new EM tools andmodelling techniques. Considerably less attention has been paidto the aspects of acquiring and introducing EM tools inorganisations. Our grounded theory study shows that thisprocess is far from simple. It is determined by theorganisation's intentions regarding EM and by the situation inthe EM user organisation. As a contribution to this, we presentan EM tool acquisition process, which focuses on selecting anappropriate EM tool acquisition scenario for an organisation.This process has the following stages - assessing theorganisation, choosing an EM tool acquisition strategy, andfollowing the EM tool acquisition strategy. We support theprocess of evaluating the situation at hand by providingguidelines for assessing intentional and situational factorsthat influence the use of EM tools. We also outline EM itself, along with its applicationprocess, and describe possible sources for gathering therequirements for an EM tool-set. Major requirements categoriesare discussed and analysed with respect to the goals andproblems regarding EM tools. Each category of requirements canbe satisfied to a certain degree, depending on theorganisational needs and various situational factors. This grounded theory study provides two main contributions.Firstly, it proposes a systematic approach for EM toolacquisition supported by a set of guidelines.The approachenables an organisation to assess its needs of EM tools and itsown appropriateness for EM tool usage. As a result, an EM userorganisation is able to choose an EM tool acquisition strategythat meets the situation it faces. This is a contribution tothe overall success of practical use of EM methods and tools.Secondly, it provides an important baseline for future researchand theory building within the area of EM tool adoption andapplication. It also gives valuable information andrequirements for development of new EM tools and relatedservices.NR 20140805</p

Capability Driven Development of Context-aware Enterprise Applications – Challenges, Approach and Experiences

Enterprises are facing the need to adapt their businesses according to various situations in which their applications need to be used. To answer this challenge an EU FP7 project “Capability as a Service in digital enterprises” (CaaS) has been initiated. The aim of CaaS is to support the capture and analysis of changing business context in the design of information systems (IS) using the capability notion. Capability is seen as the ability and capacity that enables an enterprise to achieve a business goal in a certain context. The key rationale behind a capability driven approach is to capture the dependence of organizational and IS designs on application context and to provide explicit support for run-time adjustments according to changes in the application situation. The CaaS project is developing a methodology and a tool environment for capability driven development. We envision to further advance the service oriented paradigm and to develop context aware business capabilities by using Enterprise Modelling techniques as a starting point of the development process, capability design patterns for reuse of best practices, as well as composition of required capabilities and algorithms for run-time adjustment. This talk will address the main principles of the capability driven development methodology, as well as present the current experiences of capability design in three use case companies of the CaaS project – SIV AG (Germany) for business process outsourcing, Fresh T Limited (UK) for compliance management, and Everis (Spain) for capability management in e-government platforms

Lessons from Facilitating Participatory Enterprise Modeling (Keynote)

Enterprise Modeling (EM) has become a widespread activity in enterprises. Strategy development, business process mapping, requirements engineering, product development, enterprise architecture management, information system design are just a few examples of organizational activities that benefit from a model-based way of working and knowledge representation in the form of models. EM helps addressing organizational development from a number of perspectives, such, strategy (goals, challenges, opportunities, capabilities), business operations (processes, actors, resources), information (business concepts, products), information technology (requirements, components), etc. However, to develop efficient solutions and to ensure their fit in the organization all of these perspectives need to be analyzed in an integrated way. Furthermore, EM activities often require involving groups of people, i.e. the models are created in a participatory way. To be efficient, such participatory EM sessions need the support of dedicated persons who know how to organize a modeling project and modeling sessions, how to manage discussions during a modeling session, and what aspects influence the success and efficiency of modeling in practice. This talk will address a number of lessons learned from managing modeling projects and facilitating participatory EM sessions. More specifically, we will focus on the critical success aspects of the EM process, stereotypes of actor behavior in modeling sessions and modeling projects, as well as, patterns and anti-patterns of EM project management